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Table of Contents
Intro
Preface
Acknowledgments
Contents
Part I: Chapters Providing the Foundations and Practices for Strategic HRD and Talent Management
1: The Scope of Human Resource Development: Both an Academic Discipline and Professional Practice
1.1 What Is Human Resource Development?
1.1.1 The Roots of Contemporary HRD Scholarship and Practice
1.1.2 Differing Perspectives and Key Commonalities in Understanding HRD
1.1.3 Moving Toward Coherence in Defining HRD
1.1.4 Recognizing the Need for Strategic HRD (SHRD)
1.2 Looking Beyond Coherence: The Traps of a Mindset of Unity in a World of Complexity
1.3 Returning to the Question "What is Human Resource Development?"
1.3.1 Our Definition of HRD
1.3.2 Also, the Need for Continuing the Debates in the Academy
1.4 Human Resource Management, Learning and Development, and Organization Development-And Leveraging AI Technology
1.5 Summary
References
2: Foundations of Learning Theory for HRD Practice
2.1 What Is Learning? An Overview of the Theoretical Terrain
2.2 Knowing What-Knowing How-Two Distinct Spheres of Learning, Yet Interconnected
2.2.1 Yes Distinct, but Interconnected Spheres
2.2.2 Four Types of Learning-Edward Cell's Learning Framework
2.3 Transformative Learning
2.4 Connecting the Terrain with Experiential Learning
2.4.1 Single Loop Learning
2.4.2 Double Loop Learning
2.4.3 Triple Loop Learning
2.4.4 Assessing Kolb's Framework and Experiential Learning
2.5 Adult Development Theory
2.5.1 Kegan's Constructive Developmental Theory
2.5.2 William Torbert's Action Logics
2.5.3 John Heron's Developmental States
2.5.4 The arc of Adult Development
2.6 Somatic Learning: Mind-Body Awareness for Self-Development
2.7 From Individual to Team and Organizational Learning
2.7.1 Frameworks of Team Learning
2.7.2 Organizational Learning
2.8 Self-Directed Learning
2.9 Summary
References
3: Strategically Positioning HRD Practice in Organizations
3.1 A Political Economy Model for Understanding Strategic Connections
3.2 How HR Is Repositioning Itself: The Changing Political Economy of HR
3.3 Strategic Political Acumen
3.3.1 Mapping the Political Territory
3.3.2 Analyzing the Map
3.3.3 From Mapping to Strategic Leadership Action
3.4 Summary
References
4: Digitalization, Artificial Intelligence, and Strategic HRD
4.1 Pivotal Moments in the Evolution of AI
4.1.1 The Historical Evolution of the Thinking Machines: A Brief Overview
4.1.2 A Brief Overview of the Historical Foundations of Big Data
4.2 Understanding AI in 4IR
4.3 AI Applications in HRD Practice-Current and Potential
4.3.1 Adopting Emerging Technology in Human Resources
Preface
Acknowledgments
Contents
Part I: Chapters Providing the Foundations and Practices for Strategic HRD and Talent Management
1: The Scope of Human Resource Development: Both an Academic Discipline and Professional Practice
1.1 What Is Human Resource Development?
1.1.1 The Roots of Contemporary HRD Scholarship and Practice
1.1.2 Differing Perspectives and Key Commonalities in Understanding HRD
1.1.3 Moving Toward Coherence in Defining HRD
1.1.4 Recognizing the Need for Strategic HRD (SHRD)
1.2 Looking Beyond Coherence: The Traps of a Mindset of Unity in a World of Complexity
1.3 Returning to the Question "What is Human Resource Development?"
1.3.1 Our Definition of HRD
1.3.2 Also, the Need for Continuing the Debates in the Academy
1.4 Human Resource Management, Learning and Development, and Organization Development-And Leveraging AI Technology
1.5 Summary
References
2: Foundations of Learning Theory for HRD Practice
2.1 What Is Learning? An Overview of the Theoretical Terrain
2.2 Knowing What-Knowing How-Two Distinct Spheres of Learning, Yet Interconnected
2.2.1 Yes Distinct, but Interconnected Spheres
2.2.2 Four Types of Learning-Edward Cell's Learning Framework
2.3 Transformative Learning
2.4 Connecting the Terrain with Experiential Learning
2.4.1 Single Loop Learning
2.4.2 Double Loop Learning
2.4.3 Triple Loop Learning
2.4.4 Assessing Kolb's Framework and Experiential Learning
2.5 Adult Development Theory
2.5.1 Kegan's Constructive Developmental Theory
2.5.2 William Torbert's Action Logics
2.5.3 John Heron's Developmental States
2.5.4 The arc of Adult Development
2.6 Somatic Learning: Mind-Body Awareness for Self-Development
2.7 From Individual to Team and Organizational Learning
2.7.1 Frameworks of Team Learning
2.7.2 Organizational Learning
2.8 Self-Directed Learning
2.9 Summary
References
3: Strategically Positioning HRD Practice in Organizations
3.1 A Political Economy Model for Understanding Strategic Connections
3.2 How HR Is Repositioning Itself: The Changing Political Economy of HR
3.3 Strategic Political Acumen
3.3.1 Mapping the Political Territory
3.3.2 Analyzing the Map
3.3.3 From Mapping to Strategic Leadership Action
3.4 Summary
References
4: Digitalization, Artificial Intelligence, and Strategic HRD
4.1 Pivotal Moments in the Evolution of AI
4.1.1 The Historical Evolution of the Thinking Machines: A Brief Overview
4.1.2 A Brief Overview of the Historical Foundations of Big Data
4.2 Understanding AI in 4IR
4.3 AI Applications in HRD Practice-Current and Potential
4.3.1 Adopting Emerging Technology in Human Resources